Transformational leadership in nursing from expert clinician to influential leader

Description

Cover Title Copyright Contents Contributors Foreword Preface References Part I: Contexts for Transformational Leadership Chapter 1: Frameworks for Becoming a Transformational Leader Objectives Healthcare Environments: Opportunities for Nurse Leaders Heritage and Legacy: Historical Perspectives on Leaders in Nursing Foundational Theories of Leadership What is Transformational Leadership? Management and Leadership: Is there Really a Difference? Role of the DNP in Organizational and Complex Systems Leadership Role of the PhD-Prepared Nurse in Practice and Leadership Bringing the Perspective of Doctorally Prepared Nurses to Enhance Leadership: Envisioning New Roles Becoming a Transformational Leader The Path Forward in this Book References Chapter 2: Transformational Leadership: Complexity, Change, and Strategic Planning Objectives Introduction Complexity in Healthcare Systems Nurse Leaders within Complex Healthcare Systems Taking an Organizational and Systems Perspective Complex Environments and Managing Change Strategic Planning in the Midst of Continual Change References Chapter 3: Current Challenges in Complex Healthcare Organizations and the Quadruple Aim Objectives Introduction The Quadruple Aim Current Forces Influencing Healthcare Healthcare Teams and Models Improving Health Literacy to Increase Safety and Patient Engagement in Healthcare Settings for Current and Future Healthcare Productivity, Effectiveness, and Safety: Impact on Quality Care Nursing Workforce Issues APRNs Social Determinants of Health References Chapter 4: Practice Models: Design, Implementation, and Evaluation Objectives Understanding Professional Practice Models Basic Elements of a Professional Practice Model Building the Case for Innovative Practice Models Care Delivery Practice Model Influencers Cultural Competency of Healthcare Professionals: Leading Through Diversity Practice Model Redesign: It is Time Changing Models of Care Through Evidence-Informed Practice Models of Care Delivery Systems Thinking Competencies Beyond Patient Safety to Practice Excellence Technology: Implications for Practice Model Design, Implementation, and Evaluation References Chapter 5: Collaborative Leadership Contexts: It Is All About Working Together Objectives Introduction Formal and Informal Networks Interprofessional Collaboration Communication Meeting Management: Communicating to Get the Work Done Sharing the News: Your Story and the Organization Decision-Making: The Art and Science of Organizational Leadership References Part II: Becoming a Transformational Leader Chapter 6: Shaping Your Own Leadership Journey Objectives Leadership as a Career Journey Two Models to Use in Building a Foundation to Become a Transformational Leader Motivation: Leading by Inspiration and Modeling Leadership Competencies Vision: Perspective and Critical Analysis Using Evidence and Leadership to Make a Positive Difference Using Your Power and Influence Effectively Thinking as an Entrepreneur and Innovator Caring for Others: What Servant Leadership Really Means Generativity: Preparing the Next Generation References Chapter 7: Building Cohesive and Effective Teams Objectives Introduction Building Effective Teams: Recruiting, Retaining, and Developing Leading the Team Sustaining High-Performing Teams Shared Leadership and Managing Team Conflict Leaders Strive for Consenus References Part III: Leading the Design of New Models of Care Creating and Shaping the Organizational Environment and Culture to Support Practice Excellence Objectives Introduction Creating and Sustaining a Culture of Excellence in Care Delivery and Professional Support Generating and Nurturing Safe Environments Where People can Thrive Mentoring the Next Generation of Leaders to Create a Sustainable Culture of Excellence References Chapter 9: Economics and Finance of Healthcare Objectives Introduction Leadership and Finance The Historical Basis of Financing of Healthcare The Present State of Healthcare Finance Cultivating Confidence in Financial Matters Understanding the Language of Finance Comfort in Collaborative Financial Relationships Assessing the Context of Care from a Financial Perspective Business Models, Plans, and Budgets Budgets Emerging Models of Care Delivery: A Glimpse into the Future of Financing Nurses as Innovators to Increase Access and Decrease Cost Transformations: A Process and an Experience Rational Risk-Taking Conclusion References Chapter 10: Leading Across Systems of Care and in the Larger Community Objectives Introduction Knowing the Other Leaders and Taking their Perspective Succeeding with Regulatory Organizations Working with the Governing Board Working with Lawyers, Legislators, and Policy Makers Having Influence in the Political Arena Transforming Practice and Policy in the Larger Community References Index